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From the Lean Lexicon 5th Edition:

A3:   see A3 Report
A3 Report:   A Toyota-pioneered practice of getting the problem, the analysis, the corrective actions, and the action plan down on a single sheet of large (A3) paper, often with the use of graphics. At Toyota, A3 reports have evolved into a standard method for summarizing problem-solving exercises, status reports, and planning exercises like value-stream mapping.  A3 paper is the international term for paper 297 millimeters wide and 420 millimeters long. The closest U.  S. paper size is the 11-by-17 inch tabloid sheet. More »
A3 Coaching: What Feedback Would You Give?
By: Lean Leaper | May 30, 2017
Columns
You be our coach: what feedback/coaching would you offer on our example A3? We'd like to hear from you! More »
A3 Thinking Roundup
By: Tom Ehrenfeld | August 9, 2016
Columns
Following last week's immensely popular Posts on the origins of A3 thinking, LEI Senior Editor Tom Ehrenfeld compiles a collection of the very best reads on A3 thinking, from the Lean Post and beyond. More »
A3 Template
By: Sobek, Durward | January 16, 2010
A3s; Forms and Templates
Thanks to Associate Professor Durward Sobek, Mechanical and Engineering Dept.  , Montana State Univ.  , for sharing this A3 template and illustration of an improvement cycle for using it. More »
How do I love thee? Let me count the ways – on a Valentine’s Day A3
By: Ernie Richardson and Tracey Richardson | February 14, 2018
Columns
The question lean practitioners Tracy and Ernie Richardson get more than any other isn’t about problem-solving, takt time, standardization, or their book. It’s about their “lean” marriage. More »
When A3s Get Personal
By: Chet Marchwinski | September 20, 2017
Columns
Think A3s are just for organizational problems? Think again. Katie Anderson discusses how to adapt A3 thinking to guide our personal development. More »
Back to Basics: Jim Womack on Why You Should Never Create an A3 Alone
By: James P. Womack | August 30, 2017
Columns
In this eletter from 2008, Jim Womack (in honor of the then-recent publication of "Managing to Learn") shares invaluable advice for a problem that too many A3 writers get hung up on. Read more to learn why you should never be a hero and try to write an A3 alone. More »
Developing Better Habits using A3 Thinking
By: Katie Anderson | April 6, 2017
Columns
Think A3 thinking is only for solving organizational problems? Think again! LEI faculty Katie Anderson shares her secrets for using A3s as a tool for structuring personal-development coaching. More »
Planning Meetings Around A3s
By: Andrew Quibell | January 31, 2017
Columns
"How many times have you sat in a meeting to discuss solving a pressing, urgent or serious problem – and yet a full hour later find that you’ve gotten nowhere?" asks Andrew Quibell. He's been in that situation more times than he cares to remember - but luckily he now shares a clever strategy that gave his meetings a productivity boost. More »
An A3 Antidote to the Opiate Epidemic
By: Ryan Howard | December 15, 2016
Columns
Opiate use in America has been spiking at an alarming rate. Many healthcare organizations, such as the University of Michigan Medical School, are trying to fight the surge in use by controlling how many opioids they prescribe to their patients. Ryan Howard led a project to curb the number of opiate pills released to their community via the Medical School. Read more. More »
How We A3 at Goodyear
By: Tedd Cowling, Norbert Majerus, Rob Schott and Damien Schreurs | October 18, 2016
Columns
Just as lean is situational, A3s are situational too - companies like Goodyear have a variety of types of A3s that they use based on the specific challenge that is being faced. Four Goodyear insiders share more. More »
3 Common Problems in Government that A3 Thinking Can Help Solve
By: Gavin Martin | September 1, 2016
Columns
I’m always surprised at how little the public sector uses A3 thinking to tackle their toughest challenges. It’s the same thing every time – the government often tries to solve symptoms, rather than analyzing root causes and establishing fixes for them. More »
Reflecting to Learn: Takeaways and Reflections on the A3 Process
By: John Y. Shook | August 3, 2016
Columns
In the wake of yesterday's interview with Mr. Isao Yoshino on the roots of the A3 process at Toyota, LEI Chairman and CEO John Shook shares more context about A3s and how they came to be. More »
How the A3 Came to Be Toyota’s Go-To Management Process for Knowledge Work (intro by John Shook)
By: John Y. Shook and Isao Yoshino | August 2, 2016
Columns
A3 thinking is synonymous with Toyota. Yet many often wonder how exactly this happened. Even if we know A3 thinking was created at Toyota, how did it become so firmly entrenched in the organization’s culture? Retired Toyota leader Mr. Isao Yoshino spearheaded a special program that made A3s Toyota’s foremost means of problem-solving. Read more. More »
To A3 or Not to A3
By: Norbert Majerus | February 9, 2016
Columns
"Not every tool is a hammer, and not every problem is a nail," writes Norbert Majerus of The Goodyear Tire and Rubber Company. "Not every situation warrants the use of an A3.  " Read more to learn Norbert's preferred approach to gauging whether or not an A3 will help in a given situation. More »
Using A3 Thinking to Solve Recruiting Problems: An interview with Gavin Martin
By: Cameron Ford and Gavin Martin | December 1, 2015
Columns
It's a shame that A3s are often thought of as being meant to solve manufacturing problems. The reality is they can be used to explore and resolve challenges in any industry or field, including recruiting, as Gavin Martin has seen. Here's his story of using A3 thinking to solve a costly recruitment problem at his organization. More »
Want to Instill A3 Thinking? Teach A3 Behaviors
By: Andrew Quibell | June 25, 2015
Columns
A3 thinking is all about A3 behaviors, says auto-manufacturing veteran Andrew Quibell. "Only by applying a step by step mentality, being tenacious in purpose, and looking for data/facts do you arrive at a root cause you and others can clearly see and believe," he writes. See the story boards Quibell uses to develop A3 thinking behaviors in others. More »
The Hidden Benefit to A3 Thinking
By: José R. Ferro | May 12, 2015
Columns
"A3 thinking helps us think, solve problems, and strategize," writes José Ferro. "But it also helps us calm down, concentrate, and think deeply. It lets the mind flow.  " Read why the latter was so important to one of Ferro's coaching clients, a new CEO who was struggling with his own leadership. More »
Test Your PDCA Thinking By Reading Your A3 Backwards
By: Tracey Richardson | July 11, 2014
Columns
Pretty sure you've got a good A3, but want to test the logic of your thinking? Want some help coaching another person through their A3 thinking? Tracey Richardon shares her wisdom. More »
Create a Real A3, Do More Than Fill In Boxes
By: Tracey Richardson | March 12, 2014
Columns
Is your A3 a piece of paper? or is a document you've created with your team to "share wisdom" with the rest of your organization? Read more from lean coach Tracey Richardson on how to create an effective A3 and why it's so important to understand the A3 as a thinking process, not a tool. More »
It Takes 2 (or more) to A3
By: Womack, Jim | October 7, 2008
Columns; eLetters
We've just launched John Shook's new book, Managing to Learn, and I'm tremendously excited. I think it is the most important work we have published at LEI. This is because John clearly explains why A3 thinking is the core of the Toyota management system and shows how the repeated act of creating A3s also creates lean managers.  But I'm worried as well as excited. When we launched John and Mike Rother's Learning to See 11 years ago, I expected readers would use the wonderful tool of value-stream mapping (VSM) to engage in a dialogue with everyone touching value streams. I More »
Managing to Learn: Using the A3 management process
By: John Shook | October 6, 2008
A3s; Books
Managing to Learn by Toyota veteran John Shook, reveals the thinking underlying the A3 management process found at the heart of lean management and leadership. Constructed as a dialogue between a manager and his boss, the book explains how “A3 thinking” helps managers and executives identify, frame, and act on problems and challenges. Shook calls this A3 approach, “the key to Toyota’s entire system of developing talent and continually deepening its knowledge and capabilities.  ” More »
The A3 as a PDCA Storyboard
By: LaHote, Dave | July 25, 2005
A3s; Articles; Charts, Graphs and Diagrams; Presentations
Thanks to Dave LaHote for sharing this PowerPoint that explains what an A3 is and how it can be used. This presentation was designed for using A3s to report on changes made as a result of kaizens or team problem solving. More »
Managing to Learn: The Use of the A3 Management Process
Workshops
This workshop introduces the A3 management process and the way of thinking represented in the A3 format that capture the heart of lean management. Participants will be provided an overview of various forms and uses of the A3 format and will have an opportunity to create their own A3. Working in small groups, they will be able to read, discuss, and evaluate each another’s A3s. More »
Lessons in A3 Thinking: What Porter Learned in Managing to Learn
Workshops
Understand the work, thinking, and leadership behind the A3 process -- not only what goes into the storyboard boxes. More »
Coaching for Development - Structured Coaching Using A3 Thinking
Workshops
This workshop will take participants through a unique version of the A3 thinking process, modified to facilitate and foster personal development. We will also discuss key coaching and leadership skills that support developing others as problem solvers, and tips for how to use the personal A3 framework to anchor ongoing coaching relationship. More »
Double Loop Learning at Kongsberg Maritime
By: Daryl Powell and Eivind Reke | October 18, 2018
Columns
Kongsberg Maritime, a wholly owned subsidiary of the Norwegian-based Kongsberg Group, tapped into a Kyoryokukai, or network for supplier innovation, to create a space for single--and double--loop learning for its members. More »
How to Engage Employees Through Creativity
By: Nicole Hudson | October 17, 2018
Columns
Is your company or department struggling to engage employees? Then learn from LifeWay Christian Resources, which moved away from a top-down, tool-oriented approach to continuous improvement training to a focus on engaging and developing people with thematic events and instruction. More »
Ask Art: Does Lean Really Work in A Non-manufacturing Company?
By: Art Byrne | October 16, 2018
Columns
All companies and organizations, whether manufacturing or not, are nothing more than a group of people and a bunch of processes trying to deliver value to a set of customers, says Art Byrne. And lean principles apply to each. To become lean, every company must focus on removing the waste in their current processes in order to deliver more value to the customers. More »
Jishuken, Part Two: The Power of Self-Learning
By: Mark Reich | October 11, 2018
Columns
Consider Jishuken to be an intensive effort to drive individuals and the organization to a higher level, says Mark Reich, noting that if done right, this practice should push everyone to do more and more, improving in cycles of intense, focused effort with something that leaves a strong residue of kaizen spirit behind and allows the company to sustain. More »
The Value of Sharpening Skills Through 'Jishuken'
By: Matthew Savas | October 10, 2018
Columns
Jishuken, or self-learning, is a wet stone that grinds a worker's brain down to a start point, says Matt Savas--and is key to a disciplined management system of learning and improvement. More »
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